{"id":54794,"date":"2026-04-03T11:48:42","date_gmt":"2026-04-03T11:48:42","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-marketing-module-2\/lessons\/lesson-2-corporate-strategy-main-tasks-organisational-design-3-2\/"},"modified":"2026-04-03T11:48:42","modified_gmt":"2026-04-03T11:48:42","slug":"lesson-2-corporate-strategy-main-tasks-organisational-design-3-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/integrated-marketing-strategies-module-ucam-university\/lessons\/lesson-2-corporate-strategy-main-tasks-organisational-design-3-2\/","title":{"rendered":"Lesson 2: Corporate strategy main tasks – Organisational Design"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 2: Corporate Strategy VS. Marketing Strategy
\n<\/h2>\n

Corporate strategy main tasks- Organisational Design
\n<\/h3>\n

Organisational design involves ensuring the firm has the necessary corporate structure and related systems in place to create the maximum amount of value.<\/h5>\n
Factors that leaders must consider are the role of the corporate head office (centralized vs decentralized approach) and the reporting structure of individuals and business unit’s vertical hierarchy, matrix reporting, etc.<\/h5>\n
Key factors related to organisational design are:<\/h5>\n
\n\n\t\t\t\t\t Head office (centralized vs decentralized)
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Determining how much autonomy to give business units<\/h5>\n
Deciding whether decisions are made top-down or bottom-up<\/h5>\n
Deciding whether decisions are made top-down or bottom-up<\/h5>\n
Organisational structure (reporting)<\/h5>\n
Determine how large initiatives and commitments will be divided into smaller projects<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Integrating business units and business functions such that there are no redundancies
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Allowing for the balance between risk and return to exist by separating responsibilities<\/h5>\n
Developing centers of excellence<\/h5>\n
Determining the appropriate delegation of authority<\/h5>\n
Setting governance structures<\/h5>\n
Setting reporting structures (military \/ top-down, matrix reporting)<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

Determining how much autonomy to give business units<\/h5>\n
Deciding whether decisions are made top-down or bottom-up<\/h5>\n
Deciding whether decisions are made top-down or bottom-up<\/h5>\n
Organisational structure (reporting)<\/h5>\n
Determine how large initiatives and commitments will be divided into smaller projects<\/h5>\n

\u00a0<\/p>\n

Allowing for the balance between risk and return to exist by separating responsibilities<\/h5>\n
Developing centers of excellence<\/h5>\n
Determining the appropriate delegation of authority<\/h5>\n
Setting governance structures<\/h5>\n
Setting reporting structures (military \/ top-down, matrix reporting)<\/h5>\n

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